IIARD International Journal of Economics and Business Management (IJEBM )

E-ISSN 2489-0065
P-ISSN 2695-186X
VOL. 3 NO. 3 2017


Intrinsic Reward Strategies and Employee Performance in Nigeria’s Microfinance Industry

Williams O. Olori and Attih L. Edem


Abstract


This research examined the correlation between intrinsic reward strategies and employee performance in Microfinance banks. Data was collected through the instrument of a questionnaire. One hundred & thirty two (132) completely filled questionnaires were used for the analysis of data through the Spearman Rank Order Correlation Co-efficient. It was found that there is a significant relationship between recognition, job advancement and quality of work and effective customer service. It was thus recommended that management of microfinance bank should recognize the importance of intrinsic reward in strategy formulation.



References:


Ajmal, A, Bashir, M, Abrar, M, Khan M.M and Saqib S. (2015). The effects of intrinsic and
extrinsic rewards on employee attitudes; mediating role of perceived organizational
support. Journal of Service Science and Management, 461-470.

Allen, D. G., Shore, L. M., and Griffeth, R. W. (2004). ‘The role of Perceived Organizational
Support and Supportive Human Resource Practices in the Turnover Processes.
Journal of Management 29(1), 99-118

Chapman, J. and Kelliher, C. (2011). Influences on Reward Consultants’ Perspectives.
Employee Relations 33( 2), 121-139.

Edirisooriya, W.A. (2014). Impact of Rewards on Employee Performance: With Special
Reference to ElectriCo. Reshaping Management and Economic Thinking through
Integrating Eco-Friendly and Ethical Practices:3rd International Conference on
Management and Economics (pp. 311-318). Sri Lanka: Faculty of Management and
Finance, University of Ruhuna, Sri Lanka.

Honig-Haftel, S. & Martin, L.R. (1993). The Effectiveness of Reward Systems on Innovative
Output: An Empirical Analysis. Small Business Economics 2(1), 261-269.

Kalleberg, A.L. and Vaisey, S (2005). Pathways to a good job: Perceived work quality
among the mechanist’s in North America. British Journal of Industrial Relations,
43(3), 431-454. DOI: 10.1111/J.1467-8543.00363.x

Kanter, R.M (2003). Leadership and the psychology of turnarounds. Harvard Business
Review 81(6)

Lunenburg F. C. (2011). Expectancy theory of motivation: Motivating by altering
expectations. International journal of management, business, and administration, 1-6.

Morris, J. (2007, 09 20). The Art of Employee Motivation. Retrieved from
http://sourcesmaster.blogpot.com/2007/06/art-of- employee-motivation.html

Muda, I, Rafiki, A and Harahap, M.R. (2014). Factors influencing employees’ performance:
A study on the Islamic banks in Indonesia. International Journal of Business and
Social Science 5(2), 73-80.

Njanja,W. L Maina R. N, Kibet, L. K and Njagi, K. (2013). Effect of reward on employee
performance: A case of Kenya power and lighting company ltd., Nakuru, Kenya.
International Journal of Business and Management 8(21), 41-49.

Nyakundi, A.W, Karanja, K, Charles, M and Nyamwamu, W. B. (2012). Enhancing the role
of employee recognition towards improving performance; A survey of Kenyatta
national hospital, Kenya. International Journal of Arts and Commerce 1(7), 95-108.

Obicci, P.A. (2015). Influence of extrinsic and intrinsic rewards on employee engagement
(empirical study in public sector of uganda). Management Studies and Economic
Systems (MSES) 2 (1), 59-70.

Ozütku, H. . (2012). The influence of intrinsic and extrinsic rewards on employee results: An
empirical analysis in Turkish manufacturing industry. Business and Economic
Research Journal 3 (3), 29-48.

Parijat P. and Bagga S. (2014). Victor Vroom’s expectancy theory of motivation – An
evaluation. International research journal of business and management 7(9), 1-8.

Pillay N, Dawood Q and Karodia A. M. (2015). The relationship between career development
and staff motivation in the south african petroleum sector: a case study of a durban
refinery. Arabian Journal of Business and Management Review (Nigerian Chapter)
3(2), 1-51.

Rose, M. (1998). Performance related pay in schools; an accessment of the green papers.
London: NUT.

Saari, L M and Judge, T A. (2004 ). Employee attitudes and job satisfaction. Human
Resource Management. Wiley: L.J press .

Silverman, M. (2004). Non-financial recognition ; the most effective of rewards. Brighton,
UK: Institute for employment studies.

Smit, P.J, Cronje, G J, Brevis, T and Vrba, M J. (2007 ). Management Principles: A
Contemporary Edition for Africa. 4th Edition. Cape Town: Juta and Co. Ltd.
Stajkovic, A. (2000, 08 12). The Impact of Recognition on Employee Performance: Theory,
Research and Practice. Retrieved from www.researchgate.net:
https://www.researchgate.net/publication/228536942

Venkatraman, N., & Ramanujam, V. (1986). Measurement of business economic
performance: an examination of method convergence. Journal of management
Development, 13(1), 109–22.

Wikipedia. (2016, 09 05). www.wikipedia.org. Retrieved from Customer service:
htp://www.wikipedia.org/customer_service

Wreden, N. (2004, July 14). Customer Service. Retrieved from smartbiz.com: 1Wreden,
Nick. How to Recover Lost Customers. Available online at
http://www.smartbiz.com/article/articleview/112/1/7/ 14 July 2004.


DOWNLOAD PDF

Back